The concept of resort development has no definite or specific theories and has evolved over the ages. It is only gradually that resorts develop over a period of many years into a legacy and in other cases the entrepreneurs make deliberate and calculated efforts to develop these resorts. The chosen resort whose subsidiary is to be built in this case is “Retreat at Wisemans” (“Hawkesbury River Accommodation | Retreat at Wisemans”, 2018)It is one of the top twenty one resorts operating in Australia at the moment and has immense potential in terms of broadening of customer base and expansion into other cities of Australia. This report develops and proposes an in-depth analysis of the various variables, strategies and techniques that need o be implemented for building of the subsidiary of the already existing resort in another city within Australia. The concepts of target market, sustainability and marketing will also be analysed in detail.
A resort can essentially and in a broad way be described as a place with an aesthetic and comfortable environment with enhanced options of recreation and relaxation (Ahn & Back, 2018). The recreational facilities and activities are provided to consumers at a particular fee or compensation. The major elements of any resort include recreational facilities, housing and food-beverage services and recreational facilities and aactivities to keep guests engaged and occupied in a comfortable and relaxing environment. The concept behind the expansion of Retreat at Wisemans involves increase in the business capacity and re-investment of the profits generated till date for the same process. The subsidiary will be built in Canberra and the facilities and options of recreation provided will be replicated like the first resort as this resort has been able to accrue a lot of economic growth and recognition. Retreat at Wisemans has been able to gain popularity for its professional services like conference halls, availability of plenty of rooms and an extensive golfing area. Further, the resort has been awarded for the facilities it provides for weddings and other such ceremonies. The idea behind this report is primarily to expand into Canberra and focus on the opportunities of conference and meetings. As it is the capital of Australia, the resort will primarily try to focus on professional and commercial uses like conferences, events, meetings and even personal ceremonies. The concept is to vehemently focus on the strengths of the resort built so far. This will help in gaining a larger share of the target as compared to building the resort without this specialised service. It will also help the firm to cater to the already perceived expectations of the consumers as well as grow at a faster rate.
As mentioned in the preceding section of the report the chosen resort for expansion into the Australian market is the city of Canberra. It is the capital of Australia and houses some of the most important heritage sites of Australia. It is known as the culture capital of Australia. The tourists visiting Australia for any reason whatsoever will be compelled to spend time in this city. This is so because tourists tend to explore the various galleries and museums of historical importance. Further, Canberra as an Australian city also has a vehement creative flair and tourists are also generally attracted to the local markets and creative festivals and carnivals (“Transport Connectivity – Parliament of Australia”, 2018). The top attractions of the city like the Australian War Memorial, New Parliament House, Museum of Australian Democracy at Old Parliament House, Lake Burley Griffin, National Gallery of Australia and National Portrait Gallery of Australia will serve as added causes of increased tourist visits in the city (Duval, 2016). These factors in turn contributes to Canberra being one of the best places and locations where the resort can be established. Further, the city is located at a distance of 280 km from Sydney towards the south-west of Sydney which will make it easier for the authorities and ownership of the resort to expand easily into the city with minimal costs of transport. As the resort owners are looking to team up with groups of investors to expand and cater to the emerging and changing demand trends if the consumers, this is the best location where the resort can be established and potential enhancements can be done.
The resort planning and development process includes the assessment of a number of factors that will impact the success of the operations of the resort in the long run. The market assessment and product assessment as to the type, size, feasibility of the selected site and conceptual planning steps are the most crucial steps of the planning process. The other issues that need to be studied in depth during the development and planning process include studying the relationships including degree of site accessibility, analysis of the carrying capacity of the resort size, the amount of regional integration in that place and a study of the relationships existing on the community of the site under consideration. A very detailed study if the relationship between the resort and the regional community is performed following which an intensive study of the environmental impact and the estimated economic returns are also analysed. This step forms the basis of the entire developmental plan.
In the context of size and capacity of the upcoming resort, it will be in proportion to the already existing resort situated in Sydney. It will be spread over a land holding area of eighteen hectares along with adjacent development land for future expansion based on the response in the first few years from the target market consumers.
Further, in the context of regional cultural integration between the location culture and the resort, the resort will be developed with infrastructure and service options that will incorporate the authentic culture and heritage of Canberra. The natural environment surrounding the resort will also be aesthetic as the resort will be situated in the midst of Tidbinbilla hills. The area within the resort will e designed and innovated with pools, golf clubs and gardens so that the culture of the city is held within the resort in the best way possible.
In the context of connectivity issues in Canberra that needs to be assessed, Canberra is reportedly one of the best connected cities in Australia with an airport connectivity growth rate of about 7.9%. Canberra is also reported to have the highest connectivity via road transport options both in the urban and suburban contexts. Further, increasing options are being availed by the Government of Australia to increase the connectivity by rail and air in between Sydney and Canberra. Canberra however has a very small port and hence the connectivity by port is really low.
The target market of any resort operating in the hospitality industry is based on a number of factors and variables. These include demographics, average income rates of the citizens, duration for which the resorts have been established and have been operating, the exchange rates of countries from where majority of the tourists arrive and most importantly the tastes and preferences of the visitors (Dolnicar & Leisch, 2017). In the context of demography there are majorly four groups of tourists which are tasters, the beginners, the regulars and the honeymoon tourists. The target market should also be decided based on the resort life cycle. In this particular case, the prices of the already existing resort options include packages within the price range of $210 and $305. The same range of prices will also be applicable for the new subsidiary being established in Canberra. Essentially the entire cohort of consumers will be divided into two groups, the architecture admirers and the gourmet grazers. The first group of consumers will include tourists who are visiting primarily for educational or leisure purposes. This group will be interested in trying out different activities and getting to know the place. The second group will comprise of tourists who are travelling for business or professional purposes and are interested in the infrastructural and networking features of the resort and its location. Further, from the demographic point of view, there is no specific age group for the visitors and tourists who can visit and avail the services of the resort at large.
The marketing activities that will be undertaken for the promotion of this resort are enlisted and explained with the help of the price, product, place and promotion strategies mentioned below:
The price of the product as mentioned in the preceding section is going to be in the range of $210 and $305 just like the existing price brand in the already existing branch of Retreat at Wisemans at Sydney. This is so because the standard of living and the reap price levels in the two cities do not differ much.
The products and services include various packages provided by the resort like superior rooms including breakfast packages, superior rooms, standard rooms, family rooms and spa suites (Bowie et al., 2016). Apart from this, the other services provided by the firm include golf courses, tennis playing services, pool services, orchard gardens, personalised spa and cuisine services and even tours for the first time visitors. For the visitors and travellers visiting for professional and business purposes, the resort will be providing conference rooms which will be furnished with the best quality equipments needed for conducting meetings and conferences. The hotel will also be providing transport facilities both under normal circumstances and enhanced transport services in case of emergencies.
The places of promotion include the cities of Sydney (where there is already a branch of the resort) and Canberra (where the new subsidiary of the resort is being proposed to be built). The resort will also be promoted across other cities of Australia. The promotional techniques to be used include the use of online social media platforms like Facebook and Instagram. The promotional activities in the form of discounts and promotional competitions and activities to be hosted inside the premises of Retreat at Wisemans, Sydney will also be held and published on the website of the resort. This will ensure maximum reach of the upcoming venture with least costs incurred. Further, the promotional events will also be held within the premises of the Sydney branch so that there are no major resources and implementation costs involved.
Just like the already operating and existing branch of Retreat at Wisemans, a variety of recreational activities and options will be provided in the new upcoming subsidiary too . Some of these recreational facilities and activities to be provided in the form of services by Retreat at Wisemans are provided in detail as follows:
As the resort has already won multiple awards for its services in the field of wedding venues, the new subsidiary will also be providing the same services and will in fact try to provide services of better and enhanced quality so that the new visitors are able to accrue greater experiences in terms of satisfaction (Kirilina, Kolesnikova & Kolesnikov, 2016).
Secondly, there will also be recreational facilities in the form of games rooms and different sections of the outdoor area of the resort will be divided for different sorts of sports facilities. This will help in keeping people engaged and help them to find time to relax and enjoy. Among these facilities and services the most important and large one in terms of infrastructure will be the golf club and golf playing packages. Among the others there will be tennis, badminton and even cricket areas.
Finally, there will also be the infrastructural facilities for holding extensive conferences, meeting or other business events. Further, these facilities could also be used for other purposes like industrial shows or get together.
The other forms of recreational activities will include spa and salon facilities. This will greatly help the tourists in de-stressing and enable them to relax (Wirtz & Lovelock, 2017). These opportunities will be provided in the form of packages and discount options will also be provided. There will also be the options of buying exclusive merchandise and personalized items from the retails hops built within the spa. There will also be the facilities of pools (both indoors as well as outdoors) and multi-cuisine restaurants where personalized as well as authentic dishes will be available. There will also be options of free wifi and other connectivity facilities will be provided.
Planning and programming during a guest activity in a resort involves conducting activities within the resort to keep the tourists engaged and use the space within the resort in an interconnected manner so that the programs being conducted are successful (Getz & Page, 2016). For the promotion of this particular resort, the events in the form of discounted packages promotion and cuisine festivals will be organised. Further various cultural and traditional theme based events and carnivals will be organised. The winners of such contests will be provided with special packages. This will be done in partnerships with tourism agents and partners already existing. The duration of these programmes will be for the first six months. Further in the first entire year. After the establishment of the resort, for one whole year, exclusive merchandise and royalties will also be provided to the customers. One event that will be held for the guests to attract customers is “Boat Paddling Race”, the details of which are mentioned below:
|
Name of Competition |
Boat Paddling Race |
|
Venue |
The outdoor premises of Retreat at Wisemans |
|
Cost |
$1000 (including the presents and free merchandise provided) |
|
Duration |
1st week of opening of the resort |
Table 1: Particulars of Event
Source: Self-made
This is the most important part of establishing the good will and market power for the resort business. To cater to the changing demand trends and preferences of the customers it is very important to install and use disruptive business models and smart devices to gather, synthesise and analyse information related to the preferences of the visitors in the hospitality sector for past few years. Essentially, the initiatives taken further to provide the best quality services to the consumers will include the following:
The operational structure of the resort will comprised of primarily seven departments to cater to the various operational systems of the entire resort. These are:
The organisational structure of the resort will consist of General Managers, Assistant Managers, Deputy Assistant Managers, Managerial heads of every department mentioned in the operational structure, accountants, cashiers, assistants, chefs, waiters, drivers, valet parking employees and front desk agents (Migdal, 2015).
Further, the organisational structure of the firm should be such that it is flexible in the sense that the employees including the managers can easily adapt to changes that might occur in the structure (Waddell et al., 2016). The entire structure can be broadly divided into three smaller structures which are mentioned and discussed shortly below:
Risk management in any context involves the use of practices and policies to ensure that the total risks facing the firm is either reduced or completely eliminated (Dunn, Calkin, & Thompson, 2017). In the hospitality industry, this is very important as the firms will solely be responsible for ensuring the safety and security of the employees as well as the visitors (Mason, 2015). Hence the resort will ensure compliance to the rules and regulations regarding safety and security maintained in the Australian hospitality industry and also the procedures of the government. It is the responsibility of the authorities to ensure processes of screening the driving licenses of the drivers as the resort will also provide transportation services to the clients. The tour operators should also adhere to the rules in place. The resort should look after provisions of CCTV cameras, emergency exists, fire extinguishers and evacuation plots in its infrastructure.
Commercial issues and viability
|
Sources of Capital |
|
|
Owners’ Investment (name & % ownership) |
|
|
Your name & % ownership |
$ 50,000 |
|
Other Investor |
15,000 |
|
Other Investor |
1,500 |
|
Other Investor |
– |
|
Total Investment |
$ 66,500 |
|
Bank Loans |
|
|
Bank 1 |
$ 10,000 |
|
Bank 2 |
– |
|
Bank 3 |
– |
|
Bank 4 |
– |
|
Total Bank Loans |
$ 10,000 |
|
Other Loans |
|
|
Source 1 |
$ – |
|
Source 2 |
– |
|
Total Other Loans |
$ – |
|
Summary Statement |
|
|
Sources of Capital |
|
|
Owners’ and Other Investments |
$ 95,000 |
|
Bank Loans |
10,000 |
|
Other Loans |
– |
|
Total Source of Funds |
$ 105,000 |
|
Startup Expenses |
|
|
Security |
$ 29,000 |
|
Leasehold Improvements |
3,200 |
|
Capital Equipment |
10,000 |
|
Location / Admin Expenses |
9,500 |
|
Opening Inventory |
– |
|
Advertising / Promo Expenses |
6,000 |
|
Other Expenses |
50,000 |
|
Total Startup Expenses |
$ 317,700 |
Table 2: Budget
Source: Self- made
It is also the responsibility of the resort to ensure that the resort operates sustainably in the long run. This will ensure that it caters to its corporate social responsibilities and provides for the community it is serving. For this the firm will ensure that the Environmental Impact Assessment (EIA) for the project is carried out and that the building of the resort does not harm the livelihoods of the local people residing there (Deng et al., 2014). The resort managers will take all steps to provide holistic growth of the employees as well as the community of Canberra.
References:
Ahn, J., & Back, K. J. (2018). Antecedents and consequences of customer brand engagement in integrated resorts. International Journal of Hospitality Management.
Bowie, D., Buttle, F., Brookes, M., & Mariussen, A. (2016). Hospitality marketing. Routledge.
Deng, X., Hu, Y., Deng, Y., & Mahadevan, S. (2014). Environmental impact assessment based on D numbers. Expert Systems with Applications, 41(2), 635-643.
Dolnicar, S., & Leisch, F. (2017). Using segment level stability to select target segments in data-driven market segmentation studies. Marketing Letters, 28(3), 423-436.
Dunn, C. J., Calkin, D. E., & Thompson, M. P. (2017). Towards enhanced risk management: planning, decision making and monitoring of US wildfire response. International journal of wildland fire, 26(7), 551-556.
Duval, D. T. (2016). Gateway Airports and International and Regional Connectivity of Air Transport in the Asia Pacific. In Air Transport in the Asia Pacific (pp. 133-144). Routledge.
Getz, D., & Page, S. (2016). Event studies: Theory, research and policy for planned events. Routledge.
Hawkesbury River Accommodation | Retreat at Wisemans. (2018). Retrieved from https://www.wisemans.com.au/
Kirilina, V. M., Kolesnikova, N. V., & Kolesnikov, N. G. (2016). The spa-health resort and touristic-recreational facilities of the region: the methodological aspects of their development. Voprosy kurortologii, fizioterapii, i lechebnoi fizicheskoi kultury, 93(3), 62-65.
Ladkin, A., & Kichuk, A. (2017). Career progression in hospitality and tourism settings.
Mason, P. (2015). Tourism impacts, planning and management. Routledge.
Migdal, N. (2015). Hotel Law: Transactions, Management and Franchising. Routledge.
Transport Connectivity – Parliament of Australia. (2018). Retrieved from https://www.aph.gov.au/Parliamentary_Business/Committees/House/ITC/TransportConnectivity/Report_1/section?id=committees%2Freportrep%2F024018%2F24070
Waddell, D., Creed, A., Cummings, T., & Worley, C. (2016). Organisational change: Development and transformation. Cengage AU.
Wirtz, J., & Lovelock, C. (2017). Developing Service Products and Brands. World Scientific.
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